This report is associated with the purpose of understanding the entire business process management activities .Business process management can be defined as such a process that is used to improve a business process form one end to another end. Such kind of improvement process includes as range of stages and sub-processes like discovering, analysing, modelling and optimisation of various industrial process. Various aspect of business process modelling will be discussed in this report (Chen & Wang, 2018).
As business modelling seeks higher level innovation and statistical analysis of probable outcomes hence and effective business operation management process needs combined application of arts and sciences. Business process management is associated with the aim of exiting process enhancement that is comprised of cost management, rate of error reduction, decision making activities etc. As a rage of sub-processes are associated with business process management in step by step manner hence the entire process is alternatively termed as chain of events that leads to the value addition to organisation and customer as well. The process of identifying those ways of value addition is the key purpose of this report.
The entire discussion of business process modelling will be carried out in the context of Ballarat Dentistry which is a Dentistry group that offers various kinds of dental treatment, management and grooming services such as, orthodontics, dental implantation, cosmetic dental surgery etc. with increasing patient pool the consistency level of their service is getting hampered to some extent and due to this reason they have planned to improve their business process through proper business process management model implementation.
While carrying out a business development process modelling report it is essential to make a plan for entire process that will ensure the level of successful implementation of the model. Moreover proper planning also help in reduction of error rate during the modelling process making it more cost and time effective. Here lies the key importance of report planning (Doss et al 2017).
The first step of this report will be associated with the selection of process categorization of Ballarat Dentistry followed by a discussion relevant to the provided case study. According to the case study Ballarat dentistry have provided more importance to the Capability Maturity model and in the second steps of report planning this model will be disused and analysed critically in the context of Ballarat Dentistry process management practices. The third step of this report will generate a function matrix considering the various business situation provided in the case study. In the next step the process modelling will be carried out through discussion of two different process- 7PGM, Cycle Time Calculation and redesign discussion. The final step of the report will present the final BPMS model architecture in accordance with the provided cases study.
Ballarat Dentistry offers orthodontics, cosmetic dentistry and other type of dental treatments to the patient. A large number of patients visit this organisation from various part of the country. This dental organisation provide comprehensive test comprising of smile analysis haw-joint examination etc to all of their new patients but this steps take a bit longer time. Patients are also provided with various packages during their care schedule. Their information management system is efficient but lengthy process, each patient has to fill their details manually. Latter dentist update and alter the information according to the treatment requirement. The payment is taken at the final step when patients get discharged from the clinic and at this step any kind of applicable discount and insurance provisions are checked and applied accordingly.
Process Categorization Model can be associated with the designation phase that helps in identifying the processes within an organization and assists in understanding the procedures of the business of the organization. Along with this the interrelationship among the various factors is also needed to be understood (Van Der Aalst, La Rosa, & Santoro, 2016). With reference to the designation phase several models are there for categorizing the model of the processes within a business organization. Among these models the two most prominent process categorization models are Michael porter’s model that had been proposed in the year 1985 and Earl’s model that had been proposed in the year 1994 (Kerzner, & Kerzner, 2017). The model proposed by Michael Porter is a value chain model that reflects about various processes like primary processes and support processes. On the other hand Earl’s model reflects about all the basic ideas that are required for understanding the processes within a business environment. The Earl’s classification model incorporates steps like primary processes, support processes, business network processes and management processes. With reference to the case study of Ballarat Dentistry Michael Porter’s value Chain Model has been considered for categorizing the processes of the particular organization.
The value chain model that had been proposed by Michael Porter in 1985 is quite influential in providing a categorization of the processes existing within a business organization. With respect to the value chain model the processes carried out by a particular organization are classified or categorized as primary processes or core processes and support processes.
The developmental process, maintenance process, selling process and supporting process for a product or a service are defined under the core processes or primary process. The primary activities or processes within an organization are discussed below.
The activities or processes in this context are related to receiving of the inputs, storing of the inputs and distribution of the inputs. An effective or proper relationship existing between the suppliers and a particular organization adds value to the processes under inbound logistics (Alotaibi, 2016).
With reference to this activity the inputs are converted to outputs. The outputs are then sold to the customers. The systems that are responsible for the transformation of the inputs into outputs assist in adding value to operations.
Outbound logistics refer to the activities of delivering the services or products to the customers. The activities under this section are collection of the output, storing of the output and external or internal distribution of the outputs to the valuable customers.
These processes assist in persuading the customers for buying the products or services from a particular organization. The activities must be effective in preventing the buyers from approaching the competitor organizations. Providing various benefits in the form of gifts, offers, etc. to the buyers and maintaining of effective communication with the buyers add value to this section (Porter & Kramer, 2018).
The processes under this section are associated with maintaining the values of the products or services that have been sold to the customers.
Support processes within an organization:
The processes under this section support the primary or core processes within an organization.
Procurement:
These activities are performed by an organization to collect the necessary resources for carrying out the operations.
These technological development activities assist an organization in managing, protecting and processing the confidential information. The organizational knowledge base is safe guarded with the help of these activities. Updating of the existing technologies, utilization of advanced technologies and minimization of the technical errors and costs contribute to value addition in this section (Porter & Heppelmann, 2017).
Human Resource Management:
The particular activities include hiring, recruitment, motivation, training, rewarding and retaining of the workers.
These activities provide support to other organizational activities. Infrastructure depends on the administrative, legal, accounting and general management within the organization.
Application of the Porter’s Model:
In the case study it can be seen that the services offered to the patients are general dental care, orthodontic care and cosmetic dentistry care. There are sub processes under these services. The core processes with reference to the case study are diagnosis of the problems, treatment, provision of care packages and follow-up of the treatment. The support activities are retaining of experts, utilization of advanced technology and proper management of the different departments.
After the identification of the processes of an organization, the relationship among the various processes is needed to be understood. It is necessary to map the relation between the broad and narrow processes. In the case study the management of the details of the patient falls under the broad process that can be related to narrow processes like updating of the information, payment services, etc. This relationship between the processes is considered as the hierarchical relationship (Van Der Aalst, La Rosa, & Santoro, 2016). The relationship between the processes can also be understood in another manner. The providing of the medical history and patient’s information is an upstream process while the associated treatment provision is a downstream process.
The CMM can be utilized for refining and developing an organization’s software developmental process.
The five levels in CMM model:
Chaotic and disorganized processes are represented by this level. In this case the success depends on individual efforts. The success is not repetitive as the processes are neither successfully documented nor they are properly defined (Doss et al, 2017).
Repeatable level:
The project management techniques are established at this level. Thus the processes are documented, defined and established so success is repetitive.
Defined level:
The organization has been able to develop its own software process by paying attention towards integration, standardization and documentation (Chicksand et al, 2016).
Managed level:
The organization controls and monitors the software processes by collecting data and analyzing them.
Optimized level:
At this level the software processes are constantly revised through monitoring and feedbacks. The introduction of innovations will help in meeting the requirements of a particular organization (Sindi & Roe, 2017).
With reference to the case study the process management can be related to the Capability Maturity Model’s managed level. The process are monitored and controlled by experts. Processes are better managed by data collection and proper analysis.
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Case types |
||||
|
General Dental care |
Orthodontic care |
Cosmetic Dentistry care |
||
|
Management |
Process management |
X |
X |
X |
|
Risk management |
X |
X |
X |
|
|
Operations |
Registration |
X |
X |
X |
|
Findings consultation |
X |
X |
X |
|
|
Comprehensive test conduction procedure |
X |
X |
X |
|
|
Initial & follow-up treatment giving procedure |
X |
X |
X |
|
|
Maintenance treatment giving procedure |
X |
|||
|
Panoramic dental X-rays |
X |
X |
||
|
Support |
HRM |
X |
X |
X |
|
Finance |
||||
|
ICT |
X |
X |
X |
|
|
Development of the overall procedure |
X |
X |
X |
Process Model for General Dental care
Process model of the general dental care process
Process model of comprehensive test of general dental care
Process model for orthodontic and cosmetic dentistry care
In order make process model for general dental care or orthodontic & cosmetic dentistry care, we have to follow some guidelines which are named as 7 PMG discussions in general (Avila, 2018). It consist 7 guidelines basically. As per the no. 1 point, the process should be divided vertically which is maintained in the above flow chart along with the different flow objects. This process contains a logical separation with respect to the time & the cycle time calculation will be done in the next step. This guideline is based on the combination of business functions which are involved in this given case study of Ballarat Dentistry which can able to form a business process. As per the general rule there is a big process in matrix format which can be split up in small functions by following some guidelines. And these guidelines can be applicable for the separation of the process in between several parts that may be in terms of horizontal or in terms of vertical which is the main objective of the guidelines. Here we use vertical structure of the generation of the process model. In order to redesigning the process model for both the cases of perspective, we have to minimize the blocks which are extended unnecessarily or can be reduce in order to produce an effective model by following all the guidelines of 7 PMG.
We can get a basic concept or an overview regarding the 7PMG model for the general dental care section which can be followed in this section of orthodontic & cosmetic dentistry as well. As per the above diagram, it can be observed that as per the guidelines few components of the process model can be merged for making a reduction in terms of the number of components. The model should use minimum routes for each component (Dumas et al., 2018). According to guidelines, there must be one start and one end functions which is also maintained here. In accordance with the same, the model is structured as well. In this process model, some error regarding the verb-object activity labels are also observed.
The cycle of time is the calculation of the total time in order to complete the whole procedure related to the general dental care process.
Registration of new patients or updating the information of new patients = 30 minutes
Conduction of comprehensive test = 1 hour and 30 minutes = 90 minutes
Discussion of findings = 45 minutes
Initial treatment giving procedure = 1 hour = 60 minutes
Follow up & maintenance treatment giving procedure = 45 minutes
Payment making procedure = 5 minutes
Booking of next appointment = 5 minutes
Therefore the cycle time for general dental care process = (30 + 90 + 45 + 60 + 45 + 5 + 5) minutes = 280 minutes = 4 hours 40 minutes
Registration of new patients or updating the information of new patients = 30 minutes
Conduction of comprehensive test = 1 hour 30 minutes = 90 minutes
Discussion of findings = 45 minutes (This process is fully depends on the availability of the panoramic dental X-ray report which takes up to 7 days)
Initial treatment giving procedure = 2 hours = 120 minutes
Maintenance treatment giving procedure = 45 minutes
Payment making procedure = 5 minutes
Booking of next appointment = 5 minutes
Hence, the cycle time for orthodontic and cosmetic dentistry care = (30 + 90 + 45 + 120 + 45 + 5 + 5) = 340 minutes = 5 hours 40 minutes
In this procedure of redesigning of process model of general dental care, we have considered some of the issues in order to modify the existing structure with respect to the time cycle that represents the overall time calculation needed for the whole procedure. By close observation of the time cycle for general dental care process model, it can be said that the conduction procedure of comprehensive test takes most of the time basically which should be reduced by merging the process of bite assessment & smile analysis into a common analysis process for both of them.
Modified general dental care process model after redesigning
And the first step which describes the process of registration is merged for the new patients & the old existing ones both of them required new registration as well as up gradation respectively. In spite of these, technical up gradation is also required throughout the overall procedure.
Modified comprehensive test model after redesigning
As per the above process of redesigning for the general dental care, here we also implement the redesigning method in order to implement to the orthodontic & cosmetic dentistry care as well. In the below modified model which is generated after the process of redesigning, we can modify the registration procedure as per the above one & the panoramic dental X-ray which takes a lot of time approx 7 days should be minimized by doing technical modification in order to reduce the overall time that has been calculated in the cycle time calculation.
Modified orthodontic and cosmetic dentistry care process model after redesigning
BPMS architecture can be defined a design that is use to automates the organisational business process. This is alternatively known as life cycle business process (Ovans, 2015). Ballarat Dentistry has chosen this architecture in order to improve their business process. Different stages of business management process associated with this architecture is provided below,
In the first stage all the existing business process of Ballarat Dentistry are analysed critically in order to identify the appropriate process model. The selected model is analysed crucially from the aspects of architectural design (Rosemann and vom , 2015). Not only that just implementing the process architecture does not ensure that it will improve the business operation as well as its outcomes hence the weakness and strengths of this process must be analysed. After this analysis the model is executed within the Ballarat Dentistry. However in order to maintain the efficacy level of this model continuous performance observation must be carried out in order to identify any kind error at initial state (Kasemsap, 2018).
Conclusion
It is seen that in this report business process management has been studied by discussing and understanding the various steps with respect to the case study of Ballarat Dentistry. The discussions have reflected about the process categorization models, maturity models, BPMS architecture and other steps for the redesigning of the existing processes.
References
Alotaibi, Y. (2016). Business process modelling challenges and solutions: A literature review. Journal of Intelligent Manufacturing, 27, 701-723.
Avila, D. T. (2018). Process modeling guidelines: systematic literature review and experiment.
Chen, Y. C., & Wang, Y. J. (2018). Application and development of the people capability maturity model level of an organisation. Total Quality Management & Business Excellence, 29(3-4), 329-345.
Chicksand, D., Marshall, D., Rehme, J., Greasley, A., & Walker, H. (2016). Towards The Creation Of A Service Delivery Capability Maturity Model. In 5th World Conference on Production and Operations Management P&OM, 6th-10th September 2016, Havana, Cuba.
Doss, D., Goza, R., Tesiero, R., Gokaraju, B., & McElreath, D. (2017). The Capability Maturity Model as an industrial process improvement model. Manufacturing Science and Technology, 4(2), 17-24.
Doss, D., Goza, R., Tesiero, R., Gokaraju, B., & McElreath, D. (2017). The Capability Maturity Model as an industrial process improvement model. Manufacturing Science and Technology, 4(2), 17-24
Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2018). Process discovery. In Fundamentals of business process management (pp. 159-212). Springer, Berlin, Heidelberg.
Kasemsap, K. (2018). Mastering business process management and business intelligence in global business. In Global Business Expansion: Concepts, Methodologies, Tools, and Applications (pp. 76-96). IGI Global.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Ovans, A. (2015). What is a business model. Retrieved July, 5, 2016.
Porter, M. E., & Kramer, M. R. (2018). 16 Creating Shared Value. Managing Sustainable Business: An Executive Education Case and Textbook, 327.
Porter, M., & Heppelmann, J. (2017). Why every organization needs an augmented reality strategy. Harvard Business Review, 95(6), 46-57.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg.
Sindi, S., & Roe, M. (2017). The Evolution of Supply Chains and Logistics. In Strategic Supply Chain Management (pp. 7-25). Palgrave Macmillan, Cham.
Van Der Aalst, W. M., La Rosa, M., & Santoro, F. M. (2016). Business process management.
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